1. Supervisory Behavior Continuum: Know Thyself Chapter 6
EDU 660 – Supervision and Instructional Leadership
Dr. J. Pedersen By: Magdalena Czarnik

2. Categories of supervisory behavior
Listening
Clarifying
Encouraging
Reflecting
Presenting
Problem Solving
Negotiating
Directing
Standardizing
Reinforcing

3. Definitions of each category:
Listening :
Encouraging:
Clarifying:
The Supervisor sits and looks at the speaker and nods his or her head to show understanding, and indicate listening .
The Supervisor asks questions and statements to clarify the speaker’s point of view
Ex. “ Do you mean that “?
The Supervisor provides acknowledgment responses that help the speaker continue to explain his or her positions: Ex. “ Yes , I’m following you.”

4. Categories : Reflecting : Presenting : Problem Solving :
The Supervisor summarizes and paraphrases the speaker’s message for verification of accuracy: “ I understand that you mean …”
The supervisor gives his or her own ideas about the issue being discussed: “ What can be done is….”
The supervisor takes the initiative, usually after a preliminary discussion of the issue or problem, in pressing all those involved to generate a list of possible solutions. .. “ What ideas do we have to solve this problem?’….

5. Still Categories…… Negotiating : Directing : Standardizing :
The Supervisor moves the discussion from possible to probable solutions by discussing the consequences of each proposed action, exploring conflict or priorities, and narrowing down choices with questions such as : “ Where do we agree?”..
The Supervisor tells the participant either what the choices are: “ I ‘ve decided that we will do ….”
The Supervisor sets the expected criteria and time for the decision to be implemented. ..” By next Monday , we want to see…”

6. Reinforcing
The Supervisor strengthens the directive and the criteria to be met by telling of possible consequences. Ex. ..” I know you can do it….”

7. APPROACH: OUTCOMES: Another Way ….. Teacher self – plan Mutual plan
The Supervisory behavior continuum Another way of clarifying the distinctions among supervisory approaches is by looking at the outcomes of the conference and determining who controls the final decisions for instructional improvement:
APPROACH:
OUTCOMES:
Another Way …..
Nondirective- supervisor facilitates the teacher’s thinking in developing a self- plan.
Collaborative- both supervisor and teacher share information and possible practices.
Directive informational – selected choices *
Directive control -supervisor tells the teacher what is to be done.
Teacher self – plan
Mutual plan
Supervisor- suggested plan
Supervisor- assigned plan
Another way of clarifying the distinctions among supervisory approaches is by looking at the outcomes of the conference and determining who controls the final decisions for instructional improvement:

8. Valid Assessment of Self( we need to make sure that how we perceive ourselves is consistent with how others perceive us) Johari Window
Provides a graphic way to look at what we know and do not know about our behavior.
Johari ……
Known to Supervisor
Not Known to Supervisor
Knows to Teachers:
1. Public self – the supervisor knows that when he or she is anxious, speech indicates.
2. Blind self- behaviors the supervisor practices that are unknown to the self but are known to teachers.
Not Known to Teachers:
3. Private self- behaviors the supervisor has knowledge about but that teachers do not know.
4. Unknown self- is unconscious to all: it becomes private, blind, or public only by circumstances that create a new awareness.
The Johari window is most useful to supervisors who use it as a framework to gather information and reflect on their performance.

9. Cognitive Dissonance:
A person cannot live with contradictory psychological evidence, that is thinking of himself or herself in one way while other sources of information indicate that he or she is different.
Cognitive Dissonance by its nature is uncomfortable, but in the wider view it can be a reagent for needed change.

10. Comparing Self- Perceptions with others’ perceptions
When comparing self- ratings to teacher ratings on any particular item, the supervisor can reach a variety of conclusions:
Supervisor and teacher satisfaction with the supervisor’s performance.
Supervisor satisfaction and teacher dissatisfaction with the supervisor’s performance.
Supervisor dissatisfaction and teacher satisfaction with the supervisor’s performance.
Supervisor and teacher

11. Comparing self- perceptions to recorded behaviors
1. Gathering data
Supervisor can observe a conference or meeting
The supervisor can analyze documents that reflect supervisory behaviors, such as s, memos, and observation reports that he or she has prepared.
The purpose of analyzing these types of data is to compare the supervisor’s perceptions to recorded supervisory behaviors.
The supervisor can recognize problems in this area and begin to improve her or his own performance.

12. Thank you !!!!